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Home   About   Contact Us    Join Now Oct. 24, 2011
 
Association Leadership Briefings
 
 

A cross-functional path to a new membership structure
ASAE    Share    Share on FacebookTwitterShare on LinkedinE-mail article
How one association's education, marketing, membership, and IT staff worked together to meet members' changing needs. More



Innovation creates uncertainty
Leadership Now    Share    Share on FacebookTwitterShare on LinkedinE-mail article
We don't like uncertainty. It's not comfortable. We want innovation. But innovation creates uncertainty. So while we say we want creativity and innovation we often reject it because it is new, different and risky. It takes us to places that we are not familiar with and places where we don't have all the answers. The irony is that while we say we like innovation we develop a deep bias against it. More

Stop competing
Golden's Rules for Associations    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Stop competing. That somewhat startling and counterintuitive piece of advice comes from futurist Dan Burrus. "No matter what your angle for competing — whether you are competing on price, service, quality, time, design or anything else — the unfortunate outcome is that you're making yourself too much like everyone else. So even when you are in the lead, someone else eventually matches you." A lot of what he has to say resonates with the world of associations. More

Making silos work
Get Me Jaime Notter    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Everybody hates organizational silos. They are a problem; they get in the way; they need to be "busted." The way our different departments seem to erect walls separating them from each other can definitely cause problems. What one department does ends up producing a result that causes trouble for another department, either immediately or down the road. Silos create people who say "but that's not my job." Silos reinforce the "we've always done it that way" syndrome. But we tend to forget that there are very valid and important reasons for having silos. More



To reform capitalism, CEOs should champion structural reforms
Harvard Business Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Capitalism has been incredibly effective at creating prosperity and improving the standard of living for many, but its current form is on the brink of extinction. Its weaknesses, like short-termism, speculative trading, absentee ownership, profit- and shareholder-centric orientation, inability to account for non-monetary value, exploitation of labor, and extractive use of natural resources are creating too many disruptions across the globe for the model to survive. More

Welcome to the era of the consumer-innovator: How to harness member innovation to improve results
The Demand Perspective    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Unless you have spent the last few years on a different planet, you must have been bombarded by the word "innovation" from just about every possible source of information. A recent article in the Sloan Review, "The Age of the Consumer-Innovator," gives us a dose of reality. Some of the recommendations in the article can be adapted by associations and used as guidelines for leveraging member-based innovation to develop profitable products and services. More

Evaluating the executive director
Blue Avocado    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Virtually everyone agrees that boards should conduct performance reviews of executive directors. Even so, the predominant practice is neglect, and the predominant feeling is resentment. The neglect comes from the board; only 45 percent of nonprofit CEOs have reviews, according to CompassPoint's recent Daring to Lead 2011 study. Resentment comes from the executives, who are too often either resentful of the review process or even more likely and paradoxically, disgusted with the board for not conducting one. More

Where does leadership come from?
BNET    Share    Share on FacebookTwitterShare on LinkedinE-mail article
These days, anyone with a LinkedIn profile, a blog and a Twitter account is a "CEO of one" who coaches, mentors, speaks, blogs, trains, whatever. Presto! An instant leadership guru. In practice, though, real leaders — real life executives in real companies who build organizations, product lines and shareholder value — are few and far between. Here is where real leadership does and does not come from. More
 
 

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